Definition of Quality – Dimensions of Quality – Quality Planning – Quality costs – Analysis Techniques for Quality Costs – Basic concepts of Total Quality Management – Historical Review – Quality Statements – Strategic Planning, Deming Philosophy – Crosby philosophy – Continuous Process Improvement – Juran Trilogy, PDSA Cycle, 5S, Kaizen – Obstacles to TQM Implementation.

1. Presented by
Dr. R. RAJA, M.E., Ph.D.,
Assistant Professor, Department of EEE,
Muthayammal Engineering College, (Autonomous)
Namakkal (Dt), Rasipuram – 637408
16EEE20 -TOTAL QUALITY MANAGEMENT
MUTHAYAMMAL ENGINEERING COLLEGE
(An Autonomous Institution)
(Approved by AICTE, New Delhi, Accredited by NAAC, NBA & Affiliated to Anna University),
Rasipuram - 637 408, Namakkal Dist., Tamil Nadu.
UNIT I:INTRODUCTION

2. Unit I:Introduction
Definition of Quality – Dimensions of Quality – Quality Planning – Quality costs –
Analysis Techniques for Quality Costs – Basic concepts of Total Quality
Management – Historical Review – Quality Statements – Strategic Planning, Deming
Philosophy – Crosby philosophy – Continuous Process Improvement – Juran
Trilogy, PDSA Cycle, 5S, Kaizen – Obstacles to TQM Implementation.
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3. Definition of TQM
 Total Quality Management is defined as a customer-oriented process and aims
for continuous improvement of business operations. It ensures that all allied
works (particularly work of employees) are toward the common goals of
improving product quality or service quality, as well as enhancing the
production process or process of rendering of services. However, the emphasis
is put on fact-based decision making, with the use of performance metrics to
monitor progress.
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4. Dimensions of Quality
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Garvin's eight dimensions can be summarized as follows

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 Performance: Performance refers to a product's primary operating
characteristics. This dimension of quality involves measurable attributes; brands
can usually be ranked objectively on individual aspects of performance.
 Features: Features are additional characteristics that enhance the appeal of the
product or service to the user.
 Reliability: Reliability is the likelihood that a product will not fail within a
specific time period. This is a key element for users who need the product to
work without fail.
 Conformance: Conformance is the precision with which the product or service
meets the specified standards.
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 Durability: Durability measures the length of a product’s life. When the product
can be repaired, estimating durability is more complicated. The item will be used
until it is no longer economical to operate it. This happens when the repair rate and
the associated costs increase significantly.
 Serviceability: Serviceability is the speed with which the product can be put into
service when it breaks down, as well as the competence and the behavior of the
service person.
 Aesthetics: Aesthetics is the subjective dimension indicating the kind of response
a user has to a product. It represents the individual’s personal preference.
 Perceived Quality: Perceived Quality is the quality attributed to a good or service
based on indirect measures
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7. Quality Planning
What is Quality Planning?
A quality plan is a document, or several documents, that together specify quality
standards, practices, resources, specifications, and the sequence of activities relevant
to a particular product, service, project, or contract.
Seven Steps for Quality Planning
 Discover customer needs
 Customer positioning
 Predict the future
 Gap analysis
 Closing the gap
 Alignment
 Implementation
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8. Quality Costs
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Quality Cost is defined as a methodology that allows an organization to determine the
extent to which its resources are used for activities that prevent poor quality, that
appraise the quality of the organization’s products or services, and that result from
internal and external failures. Having such information allows an organization to
determine the potential savings to be gained by implementing process improvements.

9. Analysis Techniques for Quality Costs
What is Cost of Poor Quality (COPQ)?
Cost of poor quality (COPQ) is defined as the costs associated with providing poor
quality products or services. There are three categories:
1. Appraisal Costs are costs incurred to determine the degree of conformance to
quality requirements.
2. Internal Failure Costs are costs associated with defects found before the customer
receives the product or service.
3. External Failure Costs are costs associated with defects found after the customer
receives the product or service.
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Quality-related activities that incur costs may be divided into Prevention Costs,
Appraisal Costs, Internal and External Failure Costs.
Appraisal Costs
Appraisal costs are associated with measuring and monitoring activities related to
quality. These costs are associated with the suppliers’ and customers’ evaluation of
purchased materials, processes, products, and services to ensure that they conform to
specifications. They could include:
Verification: Checking of incoming material, process setup, and products against
agreed specifications
Quality Audit: Confirmation that the quality system is functioning correctly
Supplier rating: Assessment and approval of suppliers of products and services
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Internal Failure Costs
Internal failure costs are incurred to remedy defects discovered before the product or
service is delivered to the customer. These costs occur when the results of work fail to
reach design quality standards and are detected before they are transferred to the
customer. They could include:
Waste: Performance of unnecessary work or holding of stock as a result of errors, poor
organization, or communication
Scrap: Defective product or material that cannot be repaired, used, or sold
Rework or rectification: Correction of defective material or errors
Failure analysis: Activity required to establish the causes of internal product or service
failure
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External Failure Costs
External failure costs are incurred to remedy defects discovered by customers. These
costs occur when products or services that fail to reach design quality standards are
not detected until after transfer to the customer. They could include:
Repairs and servicing: Of both returned products and those in the field
Warranty claims: Failed products that are replaced or services that are re-performed
under a guarantee
Complaints: All work and costs associated with handling and servicing customers’
complaints
Returns: Handling and investigation of rejected or recalled products, including
transport costs
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Prevention Costs
Prevention costs are incurred to prevent or avoid quality problems. These costs are
associated with the design, implementation, and maintenance of the quality
management system. They are planned and incurred before actual operation, and they
could include:
Product or service requirements: Establishment of specifications for incoming
materials, processes, finished products, and services
Quality Planning: Creation of plans for quality, reliability, operations, production, and
inspection
Quality Assurance : Creation and maintenance of the quality system
Training: Development, preparation, and maintenance of programs
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14. Basic concepts of Total Quality Management
What is Total Quality Management (TQM)?
 A core definition of total quality management (TQM) describes a management
approach to long-term success through customer satisfaction. In a TQM effort,
all members of an organization participate in improving processes, products,
services, and the culture in which they work.
 Primary elements of TQM
 Benefits of TQM
 Implementing TQM
 History and evolution of TQM
 Deming’s 14 Points for TQM
 TQM resources
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Primary Elements of TQM
TQM can be summarized as a management system for a customer-focused
organization that involves all employees in continual improvement. It uses strategy,
data, and effective communications to integrate the quality discipline into the culture
and activities of the organization. Many of these concepts are present in modern
quality management systems, the successor to TQM.
Here are the 8 principles of total quality management:
1. Customer-focused: The customer ultimately determines the level of quality. No
matter what an organization does to foster quality improvement-training
employees, integrating quality into the design process, or upgrading computers or
software-the customer determines whether the efforts were worthwhile.
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2.Total employee involvement: All employees participate in working toward
common goals. Total employee commitment can only be obtained after fear has been
driven from the workplace, when empowerment has occurred, and when
management has provided the proper environment. High-performance work systems
integrate continuous improvement efforts with normal business operations. Self-
managed work teams are one form of empowerment.
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3. Process-centered: A fundamental part of TQM is a focus on process thinking. A
process is a series of steps that take inputs from suppliers (internal or external) and
transforms them into outputs that are delivered to customers (internal or external).
The steps required to carry out the process are defined, and performance measures
are continuously monitored in order to detect unexpected variation.
4. Integrated system: Although an organization may consist of many different
functional specialties often organized into vertically structured departments, it is the
horizontal processes interconnecting these functions that are the focus of TQM.
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5. Strategic and systematic approach: A critical part of the management of quality
is the strategic and systematic approach to achieving an organization’s vision,
mission, and goals. This process, called strategic planning or strategic management,
includes the formulation of a strategic plan that integrates quality as a core
component.
6. Continual improvement: A large aspect of TQM is continual process
improvement. Continual improvement drives an organization to be both analytical
and creative in finding ways to become more competitive and more effective at
meeting stakeholder expectations.
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7. Fact-based decision making: In order to know how well an organization is
performing, data on performance measures are necessary. TQM requires that an
organization continually collect and analyze data in order to improve decision
making accuracy, achieve consensus, and allow prediction based on past history.
8. Communications: During times of organizational change, as well as part of day-
to-day operation, effective communications plays a large part in maintaining morale
and in motivating employees at all levels. Communications involve strategies,
method, and timeliness.
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20. Historical Review
 The history of total quality management (TQM) began initially as a term coined
by the Naval Air Systems Command to describe its Japanese-style management
approach to quality improvement. An umbrella methodology for continually
improving the quality of all processes, it draws on a knowledge of the principles
and practices of
 The behavioral sciences
 The analysis of quantitative and nonquantitative data
 Economics theories
 Process analysis
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History of Total Quality Management (TQM)
1920s
 Some of the first seeds of quality management were planted as the principles of
scientific management swept through U.S. industry.
 Businesses clearly separated the processes of planning and carrying out the plan,
and union opposition arose as workers were deprived of a voice in the conditions
and functions of their work.
 The Hawthorne experiments in the late 1920s showed how worker productivity
could be impacted by participation.

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1930s
Walter Shewhart developed the methods for statistical analysis and
control of quality.
1950s
W.Edwards Deming taught methods for statistical analysis and
control of quality to Japanese engineers and executives. This can
be considered the origin of TQM.
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Joseph M.Juran taught the concepts of controlling quality and
managerial breakthrough.
Armand V. Feigenbaum’s book Total Quality Control, a forerunner
for the present understanding of TQM, was published.
Philip B. Crosby’s promotion of zero defects paved the way for
quality improvement in many companies
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1968
The Japanese named their approach to total quality "companywide
quality control." It is around this time that the term quality
management systems arises.
Kaoru Ishikawa’s synthesis of the philosophy contributed to
Japan’s ascendancy as a quality leader.
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Today
 TQM is the name for the philosophy of a broad and systemic approach to
managing organizational quality.
 Quality standards such as the ISO 9000 series and quality award programs such
as the Deming Prize and the Malcolm Baldrige National Quality Award specify
principles and processes that comprise TQM.
 TQM as a term to describe an organization's quality policy and procedure has
fallen out of favor as international standards for quality management have been
developed. Please see our series of pages on quality management systems for
more information.
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26. Quality Statements
What is a quality statement?
 The quality statement deals with this problem. You may already have a quality
statement for general use in your business or you can create one as part of your
response to a tender. It should help to convince the buyer that you are the right
supplier for their needs.
 A quality statement lays out your firm's working practices and commitment to
providing a good service. It should explain how effective and efficient your
methods for carrying out the project will be
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Quality statements and tenders
 When creating your quality statement, bear in mind that you will need to
customise it extensively for every tender. There are no hard and fast rules about
what type of quality statement might be asked for; it depends on the type of
procurement, the requirements, the importance of quality standards and the
evaluation criteria.
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What does a quality statement include?
 Typically, a quality statement covers issues such as:
 How you would approach and manage the project;
 Your quality management system, and whether you are accredited to any
standards (eg ISO 9001);
 Compliance with legal requirements, and your policies in areas such as health
and safety, equality and sustainability;
 The qualifications and experience of key personnel;
 Previous experience on similar projects, including references.
Often, the buyer will tell you what information you need to include in your quality
statement - for example, asking you to include a copy of your health and safety
policy - and explain how your quality statement will be assessed.
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29. Strategic Planning
Define the term strategy?
In order to understand the concept of strategic management, first we need to
understand the literal meaning of the word “strategy”. The definition is mentioned
below:
1. The science and art of using all the forces of a nation to execute approved plans
as effectively as possible during peace or war. The science and art of military
command as applied to the overall planning and conduct of large-scale combat
operations.
2. A plan of action resulting from strategy or intended to accomplish a specific
goal.
3. The art or skill of using stratagems in endeavors such as politics and business
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What is the relation of Strategic Planning and Total Quality Management?
 When an organizations chooses to make quality a major competitive edge
(differentiation), it becomes the central issue in strategic planning.
 This is especially reflected in vision, mission and policy guidelines of an
organization.
 An essential idea behind strategic quality planning is that the product is
customer value rather than a physical product or service.
 This feat cannot be achieved unless an organization creates a culture of quality
and no strategy and plan can be worthwhile unless it is carefully implemented.
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What do you understand by the term quality statements? Elaborate them with
examples.
 Quality statements are part of strategic planning process and once developed,
are occasionally reviewed and updated.
There are three types of quality statements:
1. Vision statement
2. Mission statement
3. Quality policy statement
 The utilization of these statements varies from organization to organization.
Small organization may use only the quality policy statement
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1. Vision Statement: The vision statement is a short declaration what an
organization aspires to be tomorrow. A vision statement, on the other hand, describes
how the future will look if the organization achieves its mission.
Successful visions are timeless, inspirational, and become deeply shared within the
organization, such as:
1. IBM’s Service
2. Apple’s Computing for the masses
3. Disney theme park’s the happiest place on the earth, and
4. Polaroid’s instant photography
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2. Mission Statement: A mission statement concerns what an organization is all
about. The statement answers the questions such as: who we are, who are our
customers, what do we do and how do we do it. This statement is usually one
paragraph or less in length, easy to understand, and describes the function of the
organization. It provides clear statement of purpose for employees, customers, and
suppliers.
An example of mission statement is:
Ford Motor Company is a worldwide leader in automatic and automotive related
products and services as well as the newer industries such as aerospace,
communications, and financial services. Our mission is to improve continually our
products and services to meet our customers’ needs, allowing us to prosper as a
business and to provide a reasonable return on to our shareholders, the owners of our
business.
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3. Quality Policy Statement: The quality policy is a guide for everyone in the
organization as to how they should provide products and services to the customers. It
should be written by the CEO with feedback from the workforce and be approved by
the quality council. A quality policy is a requirement of ISO 9000.
A simple quality policy is:
Xerox is a quality company. Quality is the basic business principle for Xerox.
Quality means providing our external and internal customers with innovative
products and services that fully satisfy their requirements. Quality is the job of every
employee.
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How an organization can do strategic quality planning?
 The process starts with the principles that quality and customer satisfaction are
the center of an organization’s future. It brings together all the key stakeholders.
 The strategic planning can be performed by any organization. It can be highly
effective, allowing the organizations to do the right thing at the right time, every
time.
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There are seven steps to strategic Quality Planning:
 Discover customer needs
 Customer positioning
 Predict the future
 Gap analysis
 Closing the gap
 Alignment
 Implementation
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1. Customer Needs: The first step is to discover the future needs of the customers.
Who will they be? Will your customer base change? What will they want? How will
they want? How will the organization meet and exceed expectations?
2. Customer Positioning: Next, the planners determine where organization wants to
be in relation to the customers. Do they want to retain, reduce, or expand the
customer base. Product or services with poor quality performance should be targeted
for breakthrough or eliminated. The organization’s needs to concentrate its efforts on
areas of excellence.
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3. Predict the future: Next planners must look into their crystal balls to predict the
future conditions that will affect their product or service. Demographics, economics
forecasts, and technical assessments or projections are tools that help predict the
future.
4. Gap Analysis : This step requires the planner to identify the gaps between the
current state and the future state of the organization. An analysis of the core values
and concepts is an excellent technique for pinpointing gaps.
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5. Closing the Gap: The plan can now be developed to close the gap by establishing
goals and responsibilities. All stakeholders should be included in the development of
the plan.
6. Alignment: As the plan is developed, it must be aligned with the mission, vision,
and core values and concepts of the organization. Without this alignment, the plan
will have little chance of success.
7. Implementation: This last step is frequently the most difficult. Resources must be
allocated to collecting data, designing changes, and overcoming resistance to change.
Also part of this step is the monitoring activity to ensure that progress is being made.
The planning group should meet at least once a year to assess progress and take any
corrective action.
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40. Deming Philosophy
W. Edwards Deming’s 14 Points on Quality Management,
or the Deming Model of Quality Management, a core
concept on implementing Total Quality Management
(TQM), is a set of management practices to help companies
increase their quality and productivity.
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Deming’s 14 Points on Quality Management

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1. Create a constant purpose toward improvement.
 Plan for quality in the long term.
 Resist reacting with short-term solutions.
 Don't just do the same things better – find better things to do.
 Predict and prepare for future challenges, and always have the goal of getting
better
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2. Adopt the new philosophy.
 Embrace quality throughout the organization.
 Put your customers' needs first, rather than react to competitive pressure – and
design products and services to meet those needs.
 Be prepared for a major change in the way business is done. It's about leading,
not simply managing.
 Create your quality vision, and implement it.
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3. Stop depending on inspections.
 Inspections are costly and unreliable – and they don't improve quality, they
merely find a lack of quality.
 Build quality into the process from start to finish.
 Don't just find what you did wrong – eliminate the "wrongs" altogether.
 Use statistical control methods – not physical inspections alone – to prove that
the process is working.
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4. Use a single supplier for any one item.
 Quality relies on consistency – the less variation you have in the input, the less
variation you'll have in the output.
 Look at suppliers as your partners in quality. Encourage them to spend time
improving their own quality – they shouldn't compete for your business based
on price alone.
 Analyze the total cost to you, not just the initial cost of the product.
 Use quality statistics to ensure that suppliers meet your quality standards.
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5. Improve constantly and forever.
 Continuously improve your systems and processes. Deming promoted the Plan-
Do-Check-Act approach to process analysis and improvement.
 Emphasize training and education so everyone can do their jobs better.
 Use kaizen as a model to reduce waste and to improve productivity,
effectiveness, and safety.
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6. Use training on the job.
 Train for consistency to help reduce variation.
 Build a foundation of common knowledge.
 Allow workers to understand their roles in the "big picture."
 Encourage staff to learn from one another, and provide a culture and
environment for effective teamwork.
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7. Implement leadership.
 Expect your supervisors and managers to understand their workers and the
processes they use.
 Don't simply supervise – provide support and resources so that each staff
member can do his or her best. Be a coach instead of a policeman.
 Figure out what each person actually needs to do his or her best.
 Emphasize the importance of participative management and transformational
leadership.
 Find ways to reach full potential, and don't just focus on meeting targets and
quotas.
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8. Eliminate fear.
 Allow people to perform at their best by ensuring that they're not afraid to
express ideas or concerns.
 Let everyone know that the goal is to achieve high quality by doing more things
right – and that you're not interested in blaming people when mistakes happen.
 Make workers feel valued, and encourage them to look for better ways to do
things.
 Ensure that your leaders are approachable and that they work with teams to act
in the company's best interests.
 Use open and honest communication to remove fear from the organization.
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9. Break down barriers between departments.
 Build the "internal customer" concept – recognize that each department or
function serves other departments that use their output.
 Build a shared vision.
 Use cross-functional teamwork to build understanding and reduce adversarial
relationships.
 Focus on collaboration and consensus instead of compromise.
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10.Get rid of unclear slogans.
 Let people know exactly what you want – don't make them guess. "Excellence
in service" is short and memorable, but what does it mean? How is it achieved?
The message is clearer in a slogan like "You can do better if you try."
 Don't let words and nice-sounding phrases replace effective leadership. Outline
your expectations, and then praise people face-to-face for doing good work.
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11.Eliminate management by objectives.
 Look at how the process is carried out, not just numerical targets. Deming said
that production targets encourage high output and low quality.
 Provide support and resources so that production levels and quality are high and
achievable.
 Measure the process rather than the people behind the process.
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12. Remove barriers to pride of workmanship.
 Allow everyone to take pride in their work without being rated or compared.
 Treat workers the same, and don't make them compete with other workers for
monetary or other rewards. Over time, the quality system will naturally raise the
level of everyone's work to an equally high level.
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13. Implement education and self-improvement.
 Improve the current skills of workers.
 Encourage people to learn new skills to prepare for future changes and
challenges.
 Build skills to make your workforce more adaptable to change, and better able
to find and achieve improvements.
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14. Make "transformation" everyone's job.
 Improve your overall organization by having each person take a step toward
quality.
 Analyze each small step, and understand how it fits into the larger picture.
 Use effective change management principles to introduce the new philosophy
and ideas in Deming's 14 points
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56. Crosby Philosophy
Crosby's Principle, Doing It Right the First Time, was his answer to
the quality crisis. He defined quality as full and perfect
conformance to the customers' requirements. The essence of his
philosophy is expressed in what he called the Absolutes of Quality
Management and the Basic Elements of Improvement.
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The 14 Steps of Crosby - Philip Crosby, not Bing Crosby - formulate a program for
Total Quality Management efforts. Crosby’s fourteen steps rely on the foundational
thought that any money a company spends upon quality improvement is money that
is well-spent. In Crosby’s theory, he cites four absolutes of quality management:
 A company ought to define quality not as something that is “good” or
something that is “exquisite” but instead as something that conforms to
company, stakeholder, or end-user requirements.
 Quality starts with prevention - defects should be prevented rather than found
after the fact. By preventing defects and other obstacles to quality, companies
save money.
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 The standard for performance for any company needs to be “zero defects.”
Otherwise, it just doesn’t cut it.
 In order to measure quality, rather than relying upon intricate indices,
companies need to focus on the Price of Nonconformance. The price of
nonconformance, sometimes called the cost of quality, is a measure of the costs
associated with producing a product or service of low quality.
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1. Commitment of Management
First and foremost, management must be committed to improving the quality in a
company. This commitment must also be transparent to all employees so that proper
attitudes towards a Zero Defect product or service line are modeled.
2. Formulate the Quality Improvement Team
Forming a quality improvement team is the second step to achieving total quality
management. Search for team members who will model quality improvement
commitment, and who are not already over-committed to other projects. The quality
improvement team should be able to effectively commit themselves to improvement
of quality.
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3. Measure for Quality in Current Practices
Before you can establish a plan for improving quality, you first have to know exactly
where your products and services lie when it comes to conforming to requirements.
Thus, the third step on Crosby’s list is to measure quality. Determine where there is
room for improvement and where potential for imrpovement exists.
4. What Will the Cost of Quality Be?
How much is your cost of nonconformance to standards? What is the cost for
quality? By answering these questions, you can demonstrate to all company
employees that there is a need for a quality improvement system. Explain how the
cost of quality figures into the overall company plan.
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5. Quality Awareness is Central to Success
You will need to raise employee awareness to the importance of quality
management. By doing this, and making quality a central concern to employees, you
will increase the likelihood that your quality improvement efforts will be realized.
6. Remember the Quality Problems? Take Corrective Action
By now, you will have determined what your company’s quality problems are. It is
now time to take corrective action to eliminate the defects that have been identified.
Be sure that you install a system, using causal analysis techniques, to ensure that
these problems don’t reoccur in the future.
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7. Plan for Zero Defects
You need to create a committee to ensure that there are zero defects in your products
and services. For Crosby, it’s not enough, remember to have “as few as possible”
defects. Instead, you really need to have this number at zero - establish a zero-defect
tolerance in your company.
8. Practice Effective Training for Supervisors
Ensure that your supervisors can carry out the tasks required of them for maintaining
quality. By practicing supervisor training, with quality in mind (and the four
absolutes), then you will be more likely to acheive zero-defect status.
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9. Happy Zero Defects Day!
Hold a quality event, called a zero defects day, where all employees are made aware
of the change that has taken place. By holding a zero defects day in your company
when implementing a total quality management project, you can be sure that you are
increasing awareness for quality in your workplace.
10. Involve Everyone in Goal Setting
After implementing a change, you will need to ensure that you involve everyone -
both employees and supervisors - in the goal setting process. By bringing everyone
in the company in on setting goals for improvement, you can ensure greater
commitment to achieving zero defects.
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11. Eliminate Causes of Errors
Error-cause removal is necessary for the successful implementation of any quality
improvement effort. Encourage your employees to come to management with any
obstacles or issues that arrise in attempting to meet improvement goals. By having
employees communicate obstacles before they become crises, you can avert many of
the dampers for quality improvement efforts.
12. Implement Recognition for Participants
The twelfth step of Crosby’s 14 Steps is the implementation of employee
recognition. By regularly recognizing those who participate in quality improvement
efforts, employees will be much more likely to continue to participate.
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13. Create Quality Councils
By bringing together specialists and employees, you can create a focused effort
towards creating lasting quality improvement implementations. Make sure your
quality councils meet on a regular basis.
14. Lather…Rinse…REPEAT!!!
Quality improvement doesn’t end because you have run out of the 14 Steps of
Crosby! In order to really make improvements in the quality of your products and
services, you will need to do it over again…and again…and again. Now go get
started on your quality improvement projects!
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66. Continuous Process Improvement
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The Continual Improvement Process (CIP) is an ongoing effort to improve products,
services, or processes. It’s is a six step systematic approach to plan, sequence and
implement improvement efforts using data and elaborates on the Shewhart Cycle
(Act, Plan, Do, Study). The CIP provides a common language and methodology
which enables understanding the improvement process. The CIP always links back
to each organization own goals and priorities.

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The six (6) steps of the Continuous Improvement Process are:
 Identify Improvement Opportunity: Select the appropriate process for
improvement.
1. Evaluate Process:
2. Select a challenge/problem
 Analyze: Identify and verify the root cause(s).
 Take Action: Plan and implement actions that correct the root cause(s).
 Study Results: Confirm the actions taken to achieve the target.
 Standardize Solution: Ensure the improved level of performance is
maintained.
 Plan for Future:
1. Plan what is to be done with any remaining problems
2. Evaluate the team’s effectiveness Set a target for improvement
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Tools that can be used to help with the Continual Improvement Process are:
 Benchmarking
 Force Field Analysis
 Flowcharts
 Affinity Diagram
 Delphi Technique
 Pareto Chart
 Cause and Effect Diagram
 Scatter Diagram
 Check Sheet
 Control Chart
 Process Capability Index and Ratio
 ISO 14000
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69. Juran Trilogy
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Juran Trilogy was developed by Dr. Joseph Juran, and it’s something
I learned about recently in my Total Quality Management and Six
Sigma course. The Juran Trilogy is an improvement cycle that is
meant to reduce the cost of poor quality by planning quality into the
product/process.

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1. Quality Planning
In the planning stage, it is critical to define who your customers are and find out their
needs (the “voice of the customer”). After you know what your customers need,
you’re able to define the requirements for your product/process/service/system, etc.,
and develop it. Additionally, any plans that might need to be transferred to operators
or other key stakeholders should be done during the planning phase. Planning
activities should be done with a multidisciplinary team, with all key stakeholders
represented.
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2. Quality Control
During the control phase, determine what you need to measure (what data do you
need to know if your process is working?), and set a goal for your performance. Get
feedback by measuring actual performance, and act on the gap between your
performance and your goal. In Statistical Process Control (SPC), there are several
tools that could be used in the “control” phase of the Juran Trilogy: Pareto Analysis,
flow diagrams, fishbone diagram, and control charts, to name a few.

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3. Quality Improvement
There are four different “strategies” to improvement that could be applied during this
phase:
 Repair: Reactive; fix what’s broken.
 Refinement: Proactive; continually improve a process that isn’t broken (like the
continual pursuit of perfection in Lean!)
 Renovation: Improvement through innovation or technological advancement
 Reinvention: Most demanding approach; start over with a clean slate.
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74. Plan, Do, Study, Act (PDSA) Cycle
What is a PDSA Cycle?
It is a rapid test of improvement. When a change idea is generated, the PDSA cycle
allows for a structured approach to rapid testing of the idea on a small scale.
Tips to accelerate the rate of improvement:
 Scale down the size of the initial test
 Think a couple of cycles ahead
 Test with volunteers
 Plan multiple cycles to test and adapt change
 Do not try to get buy-in or consensus for the test –just do it!
 Collect useful data during each test
 Think BIG and test small
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When to Use the PDCA Cycle
1. Starting a new improvement project
2. Developing a new or improved design of a
process, product, or service
3. Defining a repetitive work process
4. Planning data collection and analysis in order to
verify and prioritize problems or root causes
5. Implementing any change
6. Working toward continuous improvement

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The Plan-do-check-act Procedure
 Plan: Recognize an opportunity and
plan a change.
 Do: Test the change. Carry out a small-
scale study.
 Check: Review the test, analyze the
results, and identify what you’ve
learned.
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 Act: Take action based on what you learned in the study step. If the change did
not work, go through the cycle again with a different plan. If you were
successful, incorporate what you learned from the test into wider changes. Use
what you learned to plan new improvements, beginning the cycle again

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Benefits of PDSA Cycle
 PDSA works well when you are establishing new processes.
 A PDSA is repetitive approach, and it helps you apply learning on a small scale first
and gradually scaling up the volumes.
 PDSA works well on new product development.
 PDSA can quickly help identify non-value added resources and find ways to reduce
while saving cost to the company
 PDSA is a continuous improvement and development tool
 PDSA lends itself well to high-volume process, where change can make a significant
difference to effectiveness and quality of output
 Problem-solving process: Works well in cases where there are plenty of data to
analyze and evaluate

78. 5S
What is 5s in total quality management?
5S stands for the 5 steps of this methodology: Sort, Set in Order, Shine, Standardize,
Sustain. These steps involve going through everything in a space, deciding what's
necessary and what isn't, putting things in order, cleaning, and setting up procedures
for performing these tasks on a regular basis.
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Principles of 5S
 The five main principles of 5S are Sort, Set in order, Shine, Standardize, and
Sustain. With the implementation of these five principles, any kind of wastage,
inefficiency, and unsafe conditions are brought to knowledge, which can then
be dealt with.
 Sort – This includes identifying all the necessary items in the workplace, and
removing all the unnecessary ones.
 Set in order – Once the necessary items are identified, they are labeled, colour
coded, and well organized in the right places.
 Shine – This process involves the cleaning up of the workplace thoroughly.
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 Standardize – This step makes sure that all the team members are trained on the
above three steps and know how to perform them with consistency.
 Sustain – Here, a monitoring system is set up to observe that the organized and
standardized workplace is being continually maintained.
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Benefits of 5S You can understand how beneficial 5S can be with the organized
structure of the workplace that is continually sustained. However, to further understand
the benefits in detail, here is a short list.
 Quality – With the implementation of 5S, there is a designated place for
everything that is needed, and all the items fit into their own space, thereby
minimizing mistakes and errors in getting hold of the needed item. This in turn
reduces wastage of time, and also improves the quality of work.
 Productivity – 5S helps in eliminating waste in terms of items, tools, machinery,
and equipment; and in turn systems, processes, time, and efforts. All of this
subsequently results in improved productivity, increased uptime, and higher
efficiency.
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 Safety – With the removal of clutter, it is obvious that any and all kinds of
hazardous and dangerous conditions will become visible. This will help to deal
with them and avoid, or at least reduce, any kinds of accidents or negative
incidents to occur.
 Employee morale – Involving all the employees in the processes of 5S also
allows their inputs and suggestions for further improvement of the workplace
and its processes and maintenance. This involvement boosts their employee
morale and motivates them to work better, thus further enhancing the
productivity in the workplace.
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 Company image – Finally, with all of the above achieved that includes quality,
productivity, safety, employee morale, and an organized workplace, a better
image of the organization is generated, which results in better business and
growth.
So, you can see how 5S plays an important role for every organization to boost its
image and quality. If you are looking for implementing this Lean tool within your
office, shop, or any other workplace, you can opt for TQMI’s 5S training program
in India that will help you create a safe, productive, and error-free workplace, where
employees will love to work, and business will grow.
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85. Kaizen
What Is Kaizen?
 Kaizen is a Japanese term meaning "change for the better" or "continuous
improvement." It is a Japanese business philosophy regarding the processes
that continuously improve operations and involve all employees. Kaizen sees
improvement in productivity as a gradual and methodical process.
 The concept of kaizen encompasses a wide range of ideas. It involves making
the work environment more efficient and effective by creating a team
atmosphere, improving everyday procedures, ensuring employee engagement,
and making a job more fulfilling, less tiring, and safer.
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What are the 5 elements of kaizen?
The foundation of the Kaizen method consists of 5 founding elements:
 Teamwork,
 Personal Discipline,
 Improved Morale,
 Quality Circles, and.
 Suggestions for Improvement.
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KEY
 Kaizen is a Japanese business philosophy that focuses on gradually improving
productivity by involving all employees and by making the work environment
more efficient.
 Kaizen translates to "change for the better" or "continuous improvement."
 The small changes used in kaizen can involve quality control, just-in-time
delivery, standardized work, the use of efficient equipment, and the elimination
of waste.
 Changes can come from any employee anytime and don’t have to happen
slowly, although kaizen recognizes that small changes now can have big future
impacts.
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Understanding Kaizen
 Some of the key objectives of the kaizen philosophy include quality control,
just-in-time delivery, standardized work, the use of efficient equipment, and the
elimination of waste. The overall goal of kaizen is to make small changes over a
period of time to create improvements within a company. That doesn't mean
alterations happen slowly; it simply recognizes that small changes now can
have huge impacts in the future. Improvements can come from any employee at
any time. The idea is that everyone has a stake in the company's success and
everyone should strive, at all times, to help make the business model better.
 Many companies have adopted the kaizen concept. Most notably, Toyota
employs the kaizen philosophy within its organization and has esteemed it as
one of its core values. Within its production system, Toyota encourages and
empowers all employees to identify areas of potential improvement and create
viable solutions.
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Requirements for Kaizen
 Traditional Japanese ideas of kaizen follow five basic tenets: teamwork,
personal discipline, improved morale, quality, and suggestions for
improvement. These five tenets lead to three major outcomes: elimination of
waste (also referred to as economic efficiency), good housekeeping, and
standardization. Ideally, kaizen becomes so ingrained in a company's culture
that it eventually becomes natural to employees.
 The kaizen concept posits that there is no perfect end and that everything can be
improved upon. People must strive to evolve and innovate constantly. The basic
principle of kaizen is that people who perform certain tasks and activities are
the most knowledgeable about that task/activity; including them to effect
change is the best strategy for improvement.
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90. Obstacles to TQM Implementation
Many organizations, especially small ones with a niche, are comfortable with their
current state. They are satisfied with the amount of work being performed, the profits
realized and the perception that the customers are satisfied. Organizations with this
culture will see little need for TQM until they begin to lose market share.
1. Lack of management commitment
In order for any organizational effort to succeed, there must be a substantial
management commitment of management time and organizational resources. The
purpose must be clearly and continuously communicated to all personnel
management must consistently apply the principle of TQM.
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2. Inability to change organizational culture
Changing an organization's culture is difficult and will require as much as five years.
Individuals resist change--they become habituated to doing a particular process and it
becomes the preferred way. Management must understand and utilize the basic
concepts of change. They are;
1. People change when they want to and to meet their own needs
2. Never expect anyone to engage in behaviour that serves the organization's values
unless adequate reason(why) has been given.
3. For change to be accepted, people must be moved from a state of fear to trust.
It is difficult for individuals to change their way of doing things; It is much more
difficult for an organization to make cultural change. Organization that spend more
planning for the cultural aspects of implementing a TQM program will improve their
chance of success.
e.g. concern to India, Chandigarh is the first smoke free city of India, this is the
cultural change.
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3. Improper planning
All constituents of the organization must be involved in the development of the
implementation plan and any modifications that occur as the plan evolves. The Two-
way communication of ideas is the matter of great importance and should be taken
by all personnel during the development of the plan and its implementation.
Customer satisfaction should be the goal rather than financial or sales goals.
4. Lack of continuous training and education
Training and education is an ongoing process for everyone in the organization.
Needs must be determined and a plan developed to achieve those needs. Training
and education are most effective, when senior management conducts the training on
the principles of TQM. External trainer can be hired for communicating the TQM
effort to all personnel on a continual basis. Lack of training in group discussion and
communication techniques, quality improvement skills, problem identification, and
the problem-solving method was the second most important obstacle.
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5. Incompatible organizational structure and isolated individuals and
departments
Difference between departments and individuals can create implementation
problems. The use of multifunctional teams will help to break down long-standing
barriers. Restructuring to make the organization more response to customer needs
may be needed. Individuals who do not embrace the new philosophy can be required
to leave the organization.
6. Ineffective measurement techniques and lack of access to data and results
Key characteristics of the organization should be measured for effective decision
making. To improve a process are you need to measure the effect of improvement
ideas. Access to data and quick retrieval is necessary for effective processes. Find the
root cause, correct the problem and eliminate the root cause to prevent recurrence of
the problem
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7. Paying inadequate attention to internal and external customers
Organizations need to understand the changing needs and expectations of their
customers. Effective feedback mechanism that provide data for decision making are
necessary for this understanding. Give the right people (who are directly working on
the product) direct access to the customers. When an organization fails to empower
individuals and teams, it can't hold them responsible for producing results.
8. Inadequate use of empowerment and team work
Teams need to have the proper training and at least in the beginning by a facilitator.
Individuals should be empowered to make decisions that affect the efficiency of their
process or the satisfaction of their customer.
9. Failure to continuously improve
It is tempting to sit back and rest on your laurels. However, a lack of continuous
improvement of the process, product and service will even leave the leader of the
pack in the dust.
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95. Thank You
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